Strategies for International Sales

🌎 Designing Cross-Cultural And Multi-Lingual UX. Guidelines on how to stress test our designs, how to define a localization strategy and how to deal with currencies, dates, word order, pluralization, colors and gender pronouns. ⦿ Translation: “We adapt our message to resonate in other markets”. ⦿ Localization: “We adapt user experience to local expectations”. ⦿ Internationalization: “We adapt our codebase to work in other markets”. ✅ English-language users make up about 26% of users. ✅ Top written languages: Chinese, Spanish, Arabic, Portuguese. ✅ Most users prefer content in their native language(s). ✅ French texts are on average 20% longer than English ones. ✅ Japanese texts are on average 30–60% shorter. 🚫 Flags aren’t languages: avoid them for language selection. 🚫 Language direction ≠ design direction (“F” vs. Zig-Zag pattern). 🚫 Not everybody has first/middle names: “Full name” is better. ✅ Always reserve at least 30% room for longer translations. ✅ Stress test your UI for translation with pseudolocalization. ✅ Plan for line wrap, truncation, very short and very long labels. ✅ Adjust numbers, dates, times, formats, units, addresses. ✅ Adjust currency, spelling, input masks, placeholders. ✅ Always conduct UX research with local users. When localizing an interface, we need to work beyond translation. We need to be respectful of cultural differences. E.g. in Arabic we would often need to increase the spacing between lines. For Chinese market, we need to increase the density of information. German sites require a vast amount of detail to communicate that a topic is well-thought-out. Stress test your design. Avoid assumptions. Work with local content designers. Spend time in the country to better understand the market. Have local help on the ground. And test repeatedly with local users as an ongoing part of the design process. You’ll be surprised by some findings, but you’ll also learn to adapt and scale to be effective — whatever market is going to come up next. Useful resources: UX Design Across Different Cultures, by Jenny Shen https://lnkd.in/eNiyVqiH UX Localization Handbook, by Phrase https://lnkd.in/eKN7usSA A Complete Guide To UX Localization, by Michal Kessel Shitrit 🎗️ https://lnkd.in/eaQJt-bU Designing Multi-Lingual UX, by yours truly https://lnkd.in/eR3GnwXQ Flags Are Not Languages, by James Offer https://lnkd.in/eaySNFGa IBM Globalization Checklists https://lnkd.in/ewNzysqv Books: ⦿ Cross-Cultural Design (https://lnkd.in/e8KswErf) by Senongo Akpem ⦿ The Culture Map (https://lnkd.in/edfyMqhN) by Erin Meyer ⦿ UX Writing & Microcopy (https://lnkd.in/e_ZFu374) by Kinneret Yifrah

Sales reps email "just checking in" an average of 5 times per day. Does this work?  Rarely. The habit of saying "just checking in" negatively impacts your sales efforts: ⇒ It doesn't add any value to the conversation. ⇒ It can come across as lazy or insincere. ⇒ By using this phrase, you miss opportunities to engage meaningfully. Here are 10 tips to stop saying "just checking in" and do something else instead: 1. Provide Value:  Instead of "just checking in," offer a useful piece of advice or a relevant resource. For example, "I came across this article that might help with your current project." 2. Ask Specific Questions:  Directly ask for the information you need. For example, "Can you update me on the status of the proposal we discussed?" 3. Share a Success Story:  Highlight a recent success that relates to the prospect's industry. For example, "We recently helped a company similar to yours achieve X. Would you like to hear more about it?" 4. Offer a New Insight:  Share a new piece of information or a market trend. For example, "I wanted to share some recent data on how companies in your sector are handling Y." 5. Suggest a Next Step:  Propose a clear next action. For example, "How about we schedule a call next week to discuss this further?" 6. Follow Up on a Previous Conversation:  Reference a specific point from your last interaction. For example, "Last time we spoke, you mentioned interest in Z. I have some additional information that might be useful." 7. Invite to an Event:  Offer an invitation to a webinar or industry event. For example, "We’re hosting a webinar on [topic] next week. Would you be interested in joining?" 8. Highlight a New Feature:  Inform them about a new feature or update. For example, "We’ve just launched a new feature that could benefit your team. Would you like a demo?" 9. Ask for Feedback:  Request their opinion on something specific. For example, "I’d love to get your feedback on our latest product update." 10. Express Genuine Interest:  Show that you care about their progress. For example, "How are things going with your current project? Is there anything I can assist with?" By replacing "just checking in" with these strategies,  you can make your follow-ups more engaging and valuable. This ultimately leads to better responses and stronger relationships. ♻️ Share this cheat sheet to help more sales reps improve their follow-up game. ______ 📌 p.s. FREE GIFT: If you’re looking to streamline sales plays across your sales team, you can click here: https://www.distribute.so/

The flight from Singapore to Kuala Lumpur is only 55 minutes. But in B2B sales, they might as well be on different planets. If you pitch "Efficiency" in Singapore, you win. If you pitch that same "Efficiency" in KL, you lose. Most expansion teams look at the map targeting (MY/ID/PH/SG) and see one region ("SEA"). I see four distinct psychological zones. You cannot copy-paste your content or your sales script across these borders. Here is the "Value Decoder" for the markets that matter right now: 🇲🇾 Kuala Lumpur (Malaysia) = PRAGMATISM - The Buyer's Mindset: "Is this proven?" - The Reality: They are price-sensitive but status-conscious. They want "Singaporean Quality" at a "Malaysian Price." - The Adjustment: Stop selling "Future Roadmaps." Sell proven case studies. And never bypass the hierarchy, if you don't have buy-in from the titled leadership (Dato/Datuk/Tan Sri) at the top, the deal is dead, even if the engineering team loves you. 🇮🇩 Jakarta (Indonesia) = SAFETY - The Buyer's Mindset: "Will I lose my job for buying this?" - The Reality: Deeply risk-averse. - The Adjustment: Your "Disruption" pitch sounds like "Danger" here. Pivot to Compliance. Cite OJK regulations, data sovereignty (UU PDP), and your local support team. They buy peace of mind, not specs. 🇸🇬 Singapore = EFFICIENCY - The Buyer's Mindset: "What is the ROI?" - The Reality: High-trust, high-cost, Westernized. - The Adjustment: Skip the relationship-building fluff. Go straight to the data. Show the ISO certifications, the API documentation, and the global case studies. 🇵🇭 Manila (Philippines) = RAPPORT The Buyer's Mindset: "Do I trust you on a personal level?" The Reality: Relational and Western-aligned. The Adjustment: Trust precedes the contract. If you treat them like a transaction, they will ghost you. You need to invest time in the personal connection ("Malasakit") before you push for the close. This is why your "Global" LinkedIn page isn't converting and probably WASTE of time if you are serious about APAC. Must have Local channels for every country you are SERIOUS about, and tailor the messaging accordingly. Marketing must sync with Sales, otherwise you are burning your budget on silly activities that is irrelevant to all countries in APAC (as they are not the same) -- P.S. We (Xpandeast) identify and engage qualified companies and right-fit personas to build your pipeline and get them to discovery calls in SE Asia. Crucially, we also deploy the trust-building content so that when they check you, your brand actually matches their local expectations. To learn more link in bio.

What if your biggest growth opportunity isn’t in your sales pipeline, but in your post-sale experience? While most revenue teams obsess over lead volume and top-of-funnel performance, high-performing organizations are reallocating resources toward the one area most overlooked (and most profitable): customer retention. You’re not losing revenue because you can’t acquire customers; it’s because you can’t keep them. Customer experience, loyalty, and client services are no longer “support” functions. They’re strategic growth levers. And the cost of ignoring them is compounding: - Customer acquisition costs (CAC) are rising 60–75% - Churn is erasing pipeline gains before they hit the forecast - Siloed orgs are failing to act on critical post-sale insights Here’s how growth leaders are operationalizing customer-centricity to outpace competitors: ✅ Shift GTM strategy from funnel-filling to journey stewardship. Map the full customer lifecycle, then build cross-functional ownership for every phase beyond the sale. ✅ Hardwire retention into revenue models. Redefine revenue metrics: CLV, NRR, and CSAT become as critical as quota attainment. ✅ Turn customer success into a revenue function. Enable CS teams to identify expansion triggers, churn signals, and feedback loops that inform both product and GTM. ✅ Engineer feedback into daily operations. Surface real-time insights from support, community, and product usage–not quarterly surveys or lagging indicators. The companies doing this right see up to a 25% lift in renewals, 35% higher LTV, and customer referrals that shorten sales cycles by 30–50%. Want to build a revenue engine that scales and sustains? Start by asking: How are we designing for the customer after the contract is signed? Read the full post: https://lnkd.in/dY3Rxsc9 __________ For more on growth and building trust, check out my previous posts. Christine Alemany Join me on my journey, and let's build a more trustworthy world together. #Fintech #Strategy #Growth

Something remarkable happened when we started bringing Customer Success leaders into our sales conversations. The traditional sales process transformed into a strategic partnership discussion that benefited everyone involved. After implementing this approach across hundreds of deals, we discovered benefits that went far beyond our initial expectations. Sales teams gained a deeper understanding of post-implementation challenges, which helped them qualify opportunities more effectively. Instead of focusing solely on closing deals, they began asking questions about operational readiness, internal champions, and resource allocation. Prospects received authentic insights into what successful implementation truly requires. Our CS leaders shared real examples of customers who thrived and openly discussed common obstacles they might face. This transparency built trust and helped prospects make informed decisions. Better aligned customer expectations from day one. When CS leaders joined these conversations, they highlighted potential roadblocks and success metrics based on similar customer profiles. This practical guidance helped prospects understand the work required to achieve their desired outcomes. This early involvement proved invaluable for our CS team. They gained visibility into the customer's vision before contracts were signed, allowing them to proactively plan resources and create tailored onboarding strategies. A surprising result was the reduction in "rescue" situations during implementation. We eliminated many issues that typically surfaced months into the relationship by addressing potential challenges during sales discussions. The data supported our approach. Deals that included CS leaders showed 40% higher implementation success rates and 25% faster time-to-value. More importantly, these customers renewed at significantly higher rates. For those considering this approach, start small. Choose strategic opportunities where CS insights could substantially impact the prospect's decision-making process. Document the outcomes and refine your strategy based on that feedback. Great customer relationships begin with the very first conversation.

Recently, I had the opportunity to share my learnings and insights from "Launching Products Globally" with an amazing audience at Plug and Play Tech Center with the presence of global audience including entrepreneurs from HKSTP - Hong Kong Science and Technology Parks Corporation. Here are a few learnings and insights from the evening: 1) You need to "localize" your product & go-to-market strategy: This doesn't only mean just translating or localizing your product. It's a lot more than that. You need to localize your "go-to-market" motion as well. You may have product-market-fit (PMF) locally, in the first country/region you launched, but that doesn't mean you can take the same product and go-to-market strategy to launch in a new country/region. As an example at Fitbit, we learned how the French think about fitness (they count walking to a restaurant to get a glass of wine as their "fitness") is very different than how Americans define workout and fitness. So all our marketing and go-to-market strategies had to align with the way locals will see benefits in our products. 2) Having boots on the ground is essential for successful global expansion: You need to have boots on the ground who truly understand the nuances of how to go-to-market, how to sell, and how to deliver your value proposition to customers in different regions. There are a lot of nuances of how to do business locally that will take outsiders to any market a long time to learn. At Cleo, where we had global customers like Salesforce, Redbull, Pepsi, and Uber, we had to have local health Guides to deliver our services with an intimate understanding of customers needs and approaches in that region. 3) Understanding local, cultural, and social aspects is critical to a global expansion success: Even though at the surface things may seem similar in each region, there are a lot of nuances that make your go-to-market strategy and the way you deliver your services resonate with the local customers or not. At Teladoc, we've learned that people in different countries think about their mental health and how to get support for that "very differently" than each other. Huge thank you to my hosts Rahim Amidi, Dr. Yahya Tabesh, Amir Amidi, Ahmadreza Masrour, and Akvile Gustaite, and HKSTP leaders, Albert Wong & Pheona Kan, who are interested in continuing these conversations. It was awesome to meet great entrepreneurs and see old friends: Reza Moghtaderi Esfahani, Daniel Lo, Houman Homayoun, Wayne Chang, Golnaz (Naz) Moeini. #product #gotomarket #globallaunch #globalbusiness

AI is transforming productivity across industries but sales is still a frontier waiting to be unlocked. Bain & Company’s research shows that while generative and agentic AI are already freeing up hours of work in marketing and operations, adoption in sales is lagging behind. That’s surprising, because sales is one of the most time-intensive, high-impact functions and even small conversion gains can deliver outsized business results. For CMOs, CROs, and GTM leaders, the opportunity is clear: use AI to give sellers back time, improve decision-making, and boost win rates. And here’s what often gets overlooked: buyer-group expansion and engagement are two of the most powerful drivers of those win rates. The more effectively teams can identify, engage, and influence the full buying committee- the CIO, the CFO, the head of engineering, security, procurement- the greater the likelihood of advancing and winning deals. AI can now do this at a scale and speed that simply wasn’t possible before. AI in sales isn’t about replacing people, it’s about equipping them with better tools. The organisations that act early will be the ones to capture the biggest gains. At Thoughtworks, we’ve been actively working toward this vision. Our award-winning PerformanceAI agent removes the need for sales and marketing teams to click through endless dashboards and instead delivers insights in plain English, on demand. Less time on analysis and more time on insight and action. We’re also reducing manual work through automation, from data entry to intelligence orchestration. We’ve invested in tooling that mines sellers’ conversations across voice, email, and calendar to extract key signals, map the buying group, and match insights to the right accounts and opportunities. And in the AI era, adoption in sales has become much simpler. The technology runs quietly in the background rather than becoming another system sellers need to feed. When human input is needed, we’re moving toward a voice-first experience so no navigating complex CRM interfaces, and sellers can make updates on the go right after a client meeting. How is your team approaching AI in sales today? Let me know in the comments.

Sales Technology is a 65.6B market with 10,000+ software applications. I run a $3.6M/year prospecting agency and tested 200 tools for 100+ clients. Here’s what your stack needs: 1️⃣ A reliable B2B database The biggest predictor of outreach campaign success relies on your ability to put your message in front of the right person. I suggest B2B databases such as: - LinkedIn Sales Navigator (Arguably the most up-to-date B2B database on earth) - Ocean.io (A solid database to find niche data, with features that let you target similar companies to your existing clients) - Apollo.io (Cost-effective database with similar data to LinkedIn). Also heard great things about Keyplay & Cognism. 2️⃣ Clean data enrichment solutions You’ll likely contact your leads via phone, LinkedIn DMs or email. This means you need valid email addresses, phone numbers or both. You’ll find some data from B2B databases. For the data you can’t find, enrichment solutions come in handy (e.g: Prospeo.io, LeadMagic & Icypeas) You can also use ‘waterfall’ solutions that combine several enrichment tools in one. (FullEnrich, Clay & lemlist do that) 3️⃣ AI Agents or Workflow Orchestration solutions Agents & Workflow orchestration solutions have been popularised in 2024. Examples include tools like Clay, Relevance AI, Unify & Common Room. Creating cold outreach campaigns used to be fragmented across 5-6 tools and involved moving around .csv files. You’d build a list on a platform. Import it to another to find emails. Then, a 2nd one to verify these emails. Finally, you’d import it to your engagement platforms… but not before trying to find unique data points to leverage in your outreach. Whether you use agents or workflow builders, you’ll save time by not repeating unnecessary manual tasks. Also, they allow you to perform deep research & qualification, mimicking an army of assistants, as you learn how to properly prompt/configure these tools. 4️⃣ Sales Engagement platforms Whether you plan to engage your prospects via email (Instantly.ai), LinkedIn (HeyReach), or both (lemlist)… There’s a tool that will help you automate a good chunk of actions. An essential part of cold outreach via email is deliverability. Make sure your platform of choice invests resources on the matter. 5️⃣ Technologies to close deals Hopefully, your outreach campaigns give you plenty of leads to work. You’ll want one source of truth, typically a CRM. Typical solutions include HubSpot. Newer ones include Attio, folk. There's also a new breed of CRM, made for social media, like Breakcold. Finally, a life-saver for your sales calls is to add a note-taking solution. Attention does it for us. Other solid picks include Circleback, Fathom, tldv. I’d focus on these 5 ‘categories’ first. I'm curious: what’s the ONE tool you’ve tried in 2024 that you’d recommend?

It's August in Europe. Your prospects are sipping Aperol Spritzes (🤮) on the Amalfi Coast while you're staring at a CRM full of OOO autoreplies. But you still have a quota. Ahhhhh summer in EMEA: Everyone important is gone for 3-6 weeks, but your number doesn't take vacation! Most reps fall into the trap of doing one of two things: 1. Give up and blame the calendar. 2. Blast emails into the void hoping someone's checking from the beach. This is not the way, folks. Try building in a bit of creativity. A few ideas pulled from a recent BDR/SDR Peer Group we host monthly here at Sales Assembly: 1. The iced latte play. One London SDR sends Starbucks vouchers with the subject line: "For when you're back from holiday." Response rate: 47%. Why? It acknowledges reality (they're gone) while creating a future obligation (they owe you a response for the coffee). 2. The instant reaction strategy. Set up alerts for ANY digital engagement. LinkedIn profile view at 11pm? They're back and catching up. Email open at 6am? They're clearing the backlog. Strike within 5 minutes while they're still in work mode. 3. The orchid office move. SDR noticed a beauty company just moved offices (all female team). Sent an orchid with a note about "brightening up the new space." Got the meeting. The gift matched the audience - it wasn’t just a box of donuts or some generic nonsense. If you are a newer rep responsible for selling into EMEA, it's really critical to understand European work culture. We send "URGENT - Please respond" emails to people who've been legally REQUIRED to disconnect for three weeks. We look desperate. They look relaxed. Despite whatever wishcasting we may wanna try, here's what's happening: - July: 40% of decision makers gone. - August: 60% gone. - September first week: Everyone's catching up. - Actual selling window: 10 days in September. But here's the thing…this is actually the BEST time to build pipeline. Why? Because your competitors gave up. While they're complaining about response rates, you're: - Researching accounts deeply (they're not answering anyway). - Crafting personalized outreach for September. - Building relationships with the junior people still in office. - Setting up September meetings now (they're booking calendars while poolside). One of the reps in our Peer Group said it best: "I'm not trying to sell anything in August. I'm trying to be the first email they're excited to respond to in September." THIS is the way. Stop fighting European summer culture. Your prospects will be back, tanned and relaxed. And if you played it right, you'll be the vendor they actually want to talk to. Because you respected their vacation instead of ruining it. PS - yes I do realize that it is not only August in Europe, but it is August everywhere. But you get my point…

Why your field events are NOT driving pipeline (Hint: It's a planning problem.) Most teams optimise for attendance. The ones converting CXOs to pipeline optimise for what happens before and after. I talked to Elaine T., APAC Field Marketing Lead at Sprinklr, about exactly where the gap is. 3 things she sees most often: 1) Sales isn't aligned on accounts before invites go out 2) There's no intent data or pre-event research 3) Post-event follow-up gets figured out on the fly None of these are event problems. They're process problems. Her fix: - Lock named accounts with sales first - Curate attendees around one shared challenge - Design the post-event motion before the event date is even confirmed On measurement, she tracks sourced pipeline, influenced pipeline, and account engagement lift. In long enterprise sales cycles in APAC, influenced pipeline and engagement lift often tell you more than sourced alone. Their CX roundtable led into a maturity workshop. Outreach within 48 hours referenced specific conversations from the room. Attendees didn't get a generic follow-up sequence. They got a continuation. 10 to 12 touchpoints to get a CXO in Singapore to show up. Most teams plan for 3. The gap isn't the event. It's everything built around it. How many touchpoints does your team typically run before an event?